CHAPTER -1

RESEARCH METHODOLOGY

1
1.1 Research Methodology

The study is conducted to achieve the objectives of the research including both exploratory and
descriptive in nature and involve personal interviews that are based on the questionnaire
format. A research methodology defines the purpose of the research, how it proceeds, how to
measure progress and what constitute success with respect to the objectives determined for
carrying out the research study.

1.2 Objectives of the Study

• To understand the Recruitment and Selection Process at Birla Corporation Pvt. Ltd.
• The HR issues faced by the companies.
• To study recent trends in recruitment process.

1.3 Research Design

This is a framework necessary for obtaining the information about the recruitment and selection
process. This information is used to reach the objective of the research. Both the exploratory and
conclusive research design is embraced in this project.

Exploratory Research Design

The primary objective is to provide insights into the recruitment and selection process and helps
in the guidance in the approach adopted to achieve the objective of the project. It is further helpful
in the conclusive research design adopted in the research.

Descriptive Research Design

The HR department of the company is analyzed using descriptive research design and a
conclusion is arrived at.

1.4 DATA COLLECTION

There are two types of data-

1. PRIMARY DATA

Specific and concrete information about the HR department is collected from the upper
management and employees to help perform the exploratory research in the project. Direct

2
approach depth interview method is adopted as the respondent is made aware of the purpose of
the interview.

The depth interviews are conducted with the help of a discussion guidelines prepared for the
same.
The primary data is collected from the employees of Birla Corporation Pvt. Ltd.

2. SECONDARY DATA

The data available and collected by the external sources that is relevant to achieve the research
objective is used in this process of research. The pertinent websites and the published editorials
are the sources of secondary data.

1.5 SAMPLING DESIGN AND METHODOLOGY

1.5.1 Target Population

The target population from Birla Corporation Pvt. Ltd. Is as follows:

Elements male and female employees

Sampling Units operations department, 20-35 years of age
Extent Delhi
Time 2018

1.5.2 Sampling Frame

The sampling frame is the representation of the target population (the collection of elements
who possess the information sought) and contains directions for identifying the same. The
sampling frame is the employees in the age group of 20-35 in the operations department.

REASONS

• More than 85% of the respondents were less than 30 years of age and all the subsystems of
HRD revolve around them.
• The HR policies are designed to maximize the productivity by designing subsystems
keeping in mind their effect on the employees in this age group.

3
1.5.3 Sample Size

The size of the sample is 20 which is representative of the target population.

1.5.4 Sampling Techniques

Simple Random Sampling is used in this project in which each element in the population has a
fixed probabilistic chance of being selected. The selection of each element is mutually
exclusive and completely independent and the sample drawn is by a random procedure from
the sampling frame.

1.5.5 Survey Methods

The survey is conducted through a structured questionnaire administered to respondents to

elicit information regarding organization culture. This is done with the help of fixed alternative
questions.

4
 CHAPTER-2
COMPANY PROFILE

5
2.1 COMPANY PROFILE

Birla Corporation Limited is the flagship Company of the M.P. Birla Group. Incorporated as
Birla Jute Manufacturing Company Limited in 1919, it was Late Mr. Madhav Prasad Birla who
gave shape to it. As Chairman of the Company, he transformed it from a manufacturer of jute
goods to a leading multi-product corporation with widespread activities. Under the Chairmanship
of Mrs. Priyamvada Birla, the Company crossed the Rs. 1,300 - crore turnover mark and the
name was changed to Birla Corporation Limited in 1998.

After the demise of Mrs. Priyamvada Birla, the Company continued to consolidate in terms of
profitability, competitiveness and growth under the leadership of Mr. Rajendra S. Lodha, late
Chairman of the M.P. Birla Group. Under his leadership, the Company posted its best ever results
in the years ended 31.3.2006, 31.3.2007 and 31.3.2008. The Company continued to record
impressive growth in 2008-09 and 2009-10.

Mr. Harsh V Lodha is now Chairman of the Company.

Chart no. 2.01

6
The Company had a turnover of Rs 3,768.42 crores in 2015-16 and a net profit of Rs 157.35
crores.
The Company is primarily engaged in the manufacturing of cement as its core business activity.
It has significant presence in the jute goods industry as well.
The Company has acquired 100% shares of Reliance Cement Company Private Limited
(Reliance Cement), a subsidiary of Reliance Infrastructure Limited (RIL). After this acquisition,
Reliance Cement has become a wholly-owned material subsidiary of Birla Corporation Limited.
The entire cement business of RIL has been acquired for an Enterprise Value of Rs. 4,800 crores.
This acquisition provides Birla Corporation Limited with the ownership of high-quality assets,
taking its total capacity from 10 MTPA to 15.5 MTPA

2.2 INSTALLED CAPACITY

PRODUCT INSTALLED CAPACITY

Cement 15.5 Million Tons

Jute Goods 52,631 Metric Tons

Iron & 3,750 Metric Tons

Steel
Casting

Table no. 2.02

7
2.3 OVERVIEW
The Cement Division of Birla Corporation Limited has 10 plants at seven locations, Satna &
Maihar (Madhya Pradesh), Rae Bareli & Kundanganj (Uttar Pradesh), Chanderia
(Rajasthan), Butibori (Maharashtra) and Durgapur (West Bengal).
The cement is marketed under the brand names of MP Birla Cement PERFECT, ULTIMATE,
UNIQUE, CHETAK, PSC, SAMRAT, MULTICEM & CONCRECEM, bringing the
product under the common brand of M P Birla Cement.

2.4 PRODUCTS
2.4.1 The Product of BCL as follows:

UNITS PRODUCTS BIS SPECIFICATIONS

Birla Cement Works Portland Pozzolana Cement IS 1489 (Part - I)

Chanderia Cement (PPC) 43 Gr - IS 269
Works Ordinary Portland Cement (OPC) 53 Gr - IS 269
43 Gr, 53 Gr, SRC SRC - IS 12330

Satna Cement Works PPC IS 1489 (Part - I)

OPC (43 Gr.) IS 269

Rae Bareli Cement PPC IS 1489 (Part - I)

Works
Rae Bareli Hitech
Cement

Durgapur Cement Portland Slag Cement (PSC) IS 455

Works

Durga Hitech Cement PPC IS 1489 (Part - I)

Table no. 2.03

8
2.4.2 Special Cements

1. Railway Sleeper Grade Cement: IRS T-40 (OPC 53S)

2. Low Heat Cement IS: 12600

2.4.3 The Product of RCCPL as follows:

UNITS PRODUCTS BIS SPECIFICATIONS

Maihar plant Portland Pozzolana Cement (PPC) IS 1489 (Part - I)

(Madhya Ordinary Portland Cement (OPC) 43 Gr - IS 269
Pradesh) 43 Gr, 53 Gr 53 Gr - IS 269

Kindanganj Portland Pozzolana Cement (PPC) IS 1489 (Part - I)

Plant (Uttar Ordinary Portland Cement (OPC) 43 Gr - IS 269
Pradesh) 43 Gr, 53 Gr 53 Gr - IS 269

Butibori Plant Portland Pozzolana Cement (PPC) IS 1489 (Part - I)

(Maharashtra) Ordinary Portland Cement (OPC) 43 Gr - IS 269
43 Gr

Table no. 2.04

9
2.5 CEMENT PLANTS

Birla Corporation currently produces cement at four locations through its seven manufacturing
units with a combined capacity of nearly 10 million tons per annum. The production units have
been renovated and modernized to ensure that the cement is at par with the best.

2.6 HRD MISSION

The Company believes that it is the TRUSTEE of its HUMAN RESOURCES and encourages to
develop them to introspect deeply and learn to act not on directives but on inspiration from
within, thus aiming to provide a strong motivation to our employees to become psychological
co-owners of the organization and to succeed with DETERMINATION & COMMITMENT.

As facilitators of the growth process of the employees, we are committed to providing a work
environment where people are -

1. Offered full opportunities and challenges to develop individually, enabling career growth.

2. Encouraged to acquire knowledge to meet the challenges of new technologies and business
needs in the changing scenario.

3. Educated and guided to inculcate and practice right values as are nurtured by the
organization.

4. Provided strong motivation to take the organization ahead.

5. Assisted in creating and maintaining human resource system for optimizing human
potential.

10
2.7 CUSTOMER SUPPORT

Customer Support & Services (CSS) cell of M P Birla Cement

The CSS cell is a unique on-call support system for dealers and consumers. It offers practical
suggestions and guidance to consumers on home building, construction practices and choice of
the right cement. On-site supervision of work and prompt attention to complaints are priorities
for the CSS cell. It has more than 50 on-site vans manned by engineers for the purpose. It also
conducts awareness programs for consumers and technical meets for engineers and masons.

Fig. 2.04

2.8 SWOT ANALYSIS

2.8.1 STRENGTHS
• We are the only company in India, which manufacture eight types of cement
• Low cost of production.

2.8.2 WEAKNESS

• Effect of global recession on Real Estate and Infrastructure

11
• Demand-Supply gap, Overcapacity
• Increasing Cost of Production
• High Interest rates.

2.8.3 OPPORTUNITIES

• Strong growth of economy in the long run.

• Increase in infrastructure projects
• Growing middle class
• Increase in govt spending
• We have big market in western India

2.8.4 THREATS

• Excess over capacity can hurt margins as well as prices. Expected competition new arrivals
like Jaypee cement, Ambuja Cement

2.9 PEST ANALYSIS

In 2002 the world production of hydraulic cement was 1,800 million metric tons. The top three
producers were China with 704, India with 100, and the United States with 91
million metric tons for a combined total of about half the world total by the world's three most
populated states.

2.9.1 POLITICAL

The price of cement is primarily controlled by the coal rates, power tariffs, railway
tariffs, freight, royalty and cess on limestone. Interestingly, government controls
all of these prices. G o v e r n m e n t i s a l s o o n e o f t h e b i g g e s t c o n s u m e r s o f t h e
c e m e n t i n t h e c o u n t r y . M o s t s t a t e governments, in order to attract investments
in their respective states, offer fiscal incentives in the form of sales tax
exemptions/deferrals. States like Haryana offer a freeze on power tariff for 5 years, while Gujarat
offers exemption from electric duty.
12
2.9.2 ECONOMIC

Currently, the industry is on the boom, with a lot of government infrastructure and
housing projects under construction. In spite of seeing a fall during 2008-09, the
export segment of the industry is expected to grow again on account of various
infrastructure projects that are being taken up all over the world and numerous outstanding
cement plants coming up in near future in the country.

2.9.3 SOCIAL

Usually, the cement industry in India consists of both the organized sector and the unorganized
sector. Organized sector comprises of the well-known cement manufacturing
companies while the main players of the unorganized sector are the regional and local cement-
producing units in various states across the state.

Indian consumers prefer buying branded cement like ULTRATECH, JAYPEE CEMENT,
LAFARGE CEMENT etc. It has been seen in the past, as well, that mini cement plants
with low brand value and image are not able to survive against the

cement giants. With a population of more than 100 billion people, it is expected that
cement industry will create another 25 lakhs jobs in the next 4-5 years.

2.9.4 TECHNOLOGY

From mining to production the entire process depends on technology. The Government of India
plans to study and possibly acquire new technologies from the cement industry of
Japan. The government is discussing technology transfer in the field of energy conservation
and e n v i r o n m e n t p r o t e c t i o n t o h e l p i m p r o v e e f f i c i e n c y o f t h e I n d i a n c e m e n t
i n d u s t r y . C e m e n t industry has made tremendous strides in technological up-
gradation and assimilation of latest t e c h n o l o g y . A t p r e s e n t 9 3 % o f t h e t o t a l

13
c a p a c i t y i n t h e i n d u s t r y i s b a s e d o n m o d e r n a n d environment-friendly dry process
technology.

2.10 SUGGESTIONS
Company should raise funds through short term sources for short term requirement
of funds, which comparatively economical as compare to long term funds.
Company should improve their Inventory Turnover Ratio, by increasing
i n v e n t o r y turnover ratio they can increase their sales and cut down their cost of production.

The company has a Production Capacity installed 6071000 (in lacs) and they
produce only 5698004 (in lacs). So they should increase their production level. Over all
company has good liquidity position and sufficient funds to repayment of liabilities.
Company has accepted conservative financial policy and thus maintaining more
current asset

14
 CHAPTER-3
CONCEPT OF RECRUITMENT
AND SELECTION

15
Human Resource is a basic need of any work to be done. According to ARTHUR LEWIS:

“There are great differences in development between countries which seem to have roughly equal
resources, so it is necessary to enquire into the difference in human behaviors”

3.1 RECRUITMENT

Recruiters need to keep abreast of changes in the labor market to ensure that their recruitment
efforts are not wasted or directed at too small a pool of labor. Skill shortages may occur
unexpectedly and recruitment and training processes need to be kept flexible. It is a good idea for
any organization to plan its labor force requirements, matching available supply against forecast
demand. A skills audit of existing staff will increase knowledge of the skills they organization
has available and those which are lacking, and thus help pinpoint areas for future development.
A human resource plan need not be highly complicated. A straight forward plan will help
organizations to:
• Assess future recruitment needs.
• Formulate training programs.
• Develop promotion and career development policies.
• Anticipate and, where possible, avoid redundancies.
• Develop a flexible workforce to meet changing requirements.
• Control staff costs whilst ensuring salaries remain competitive.
• Assess future requirements for capital equipment, technology and premises.

3.2 FEATURES OF RECRUITMENT

• Recruitment is a process or a series of activities rather than a single act or an event.

• Recruitment is a linking activity as it brings together those with jobs (Recruiter) and those
seeking jobs (prospective employees).
• Recruitment is a positive function as it seeks to develop a pool of eligible persons from
which most suitable ones can be selected.
16
• Recruitment is an important function as it makes it possible to acquire the number and type
of persons necessary for continued function of organization.
• Recruitment is a pervasive function.
• Recruitment is a two way process- recruiter chooses whom to recruit, prospective employees
chooses where to apply.
• Recruitment is a complex job as many factors affect it, e.g. image of the organization, nature
of jobs offered, organizational politics, etc.

3.3 METHODS OF RECRUITMENT

All methods of recruitment can be put into three categories:

• Direct method.
• Indirect method.
• Third-party method.

3.3.1 Direct Method:

These include the campus interview and keeping a live register of job seekers. Usually under this
method, information about jobs and profile of persons available for jobs is exchanged and
preliminary screening is done. The short listed candidates are then subjected to the remainder of
the selection process. Some organization maintains live registers or record of applicants and
refers to them as and when the need arises.

3.3.2 Indirect Method:

They cover advertising in newspapers, on the radio, in trade and professional journals, technical
journals and brochures.
When qualified and experienced persons are not available through other sources, advertising in
newspapers and professional and technical journals in made. Whereas all types of advertisements
can be made in newspapers and magazines, only particular types of posts should be advertised
in the professional and technical journals.

17
A well thought-out and planned advertisement for appointments reduces the possibility of
unqualified people applying. If the advertisement is clear and to the point, candidates can assess
their abilities and suitability for the position and only those who possess the requisite
qualifications will apply.

3.3.3 Third Party Method:

Various agencies (e.g. DIMENSION CORPORATE SERVICES PVT LTD.) are used for
recruitment under these methods. These include commercial and private employment agencies,
state agencies, and placement offices of schools, colleges and professional associations,
recruiting firms, management consulting firms, indoctrination seminars for college professors,
friends and relatives.

3.4 RECRUITMENT PROCESS

The recruitment is the major function of the human resource department, and recruitment process
is the first step towards creating the competitive strength and the strategic advantage for the
organizations. Recruitment process involves a systematic procedure from sourcing the
candidates to arranging and conducting the interviews and requires many resources and time.

3.4.1. Recruitment Planning:

The first step involved in the recruitment process is planning. Here, planning involves to draft a
comprehensive job specification for the vacant position, outlining its major and minor
responsibilities; the skills, experience and qualifications needed; grade and level of pay; starting
date; whether temporary or permanent; and mention of special conditions, if any, attached to the
job to be filled

18
3.4.2. Strategy Development:

Once it is known how many with what qualifications of candidates are required, the next step
involved in this regard is to devise a suitable strategy for recruiting the candidates in the
organization. The strategic considerations to be considered may include issues like whether to
prepare the required candidates themselves or hire it from outside, what type of recruitment
method to be used, what geographical area be considered for searching the candidates, which
source of recruitment to be practiced, and what sequence of activities to be followed in recruiting
candidates in the organization.

3.4.3. Searching:

This step involves attracting job seekers to the organization. There are broadly two sources used
to attract candidates.

These are: Internal Sources and External Sources.

3.4.4. Screening:

The screening means to shortlist the applications of the candidates for further selection process.
Although, the screening is considered as the starting point of selection but is integral to the
recruitment process. This is because the selection process begins only after the applications are
scrutinized and shortlisted on the basis of job requirements. The purpose of recruitment here is
to remove those applications at an early stage which clearly seems to be unqualified for the job.

3.4.5. Evaluation and Control:

The cost involved in the recruitment process (i.e. Salary or recruiters, administrative expenses,
cost of time spent for preparing job analysis and advertisement, etc.), is evaluated and controlled
is, therefore, imperative.

19
 3.5 SOURCES OF RECRUITMENT

The eligible and suitable candidates required for a particular job are available through various
sources. These sources can be divided into two categories-

SOURCES OF MANAGERIAL RECRUITMENT

INTERNAL SOURCES EXTERNAL SOURCES

Promotions Campus Recruitment

Transfers Press Advertisement

Internal Notification Management consultancy services

& private employment

Retirement Transfer Deputation of personnel or from one

enterprise to another

Former Employees Management training schemes

Miscellaneous external source Walk-ins, Write-ins, talk-ins

20
3.6 SELECTION

A formal definition of selection is as following:

It is the process of differentiating between applicants in order to identify (and hire) those with a
greater likelihood of success in a job. Selection process assumes and rightly so, that there are
more number of Candidate actually selected candidates are made available through recruitment
process candidate actually selected candidates are made available through recruitment process.

Whatever form the applications take, there may be a need to sift them before moving on to the
interview stage. Such a sift serves to match the applicants as closely as possible to the job
and person specification and to produce a shortlist of people to interview. To avoid any
possibility of bias, such sifting should be undertaken by two or more people, and it should involve
the direct line manager/super visor as well as personnel. The sifting stage can also help the
organization by providing feedback on the advertising process and the suitability of the
application form. It can also identify people who might be useful elsewhere in the organization.
If references or medicals are to be taken up before the invitation to interview stage, it should be
made clear on the application form/information pack sent to the applicant.

If your organization believes that pre-employment health screening is necessary, you must
make sure it is carried out in a non-discriminatory way:

for instance, do not single out disabled people for medical assessment. If a report from any
individual's doctor is sought, then permission must be given by the individual, and they have the
right to see the report (Access to Medical Reports Act 1988).
The candidates who best match the specifications may then be invited for interview. The
invitation letter should tell candidates that they should advise the organization in advance if any
particular arrangements need to be made to accommodate them on arrival or during the interview;
for instance, ramp access or lighting levels. The invitation letter should also clearly state whether
the organization will pay the candidate's reasonable travel expenses for the interview.

21
3.7 PROBLEMS IN EFFECTIVE SELECTION
The main objective of selection is to hire people having competence and commitment. This
objective s often defeated because of certain barriers. The impediments, which check
effectiveness of selection, are perception, fairness, validity, reliability and pressure.

3.7.1. Perception
Our inability to understand others accurately is probably the most fundamental barrier to
selecting the right candidate.
Selection demands an individual or a group of people to assess and compare the respective
competencies of others, with the aim of choosing the right persons for the jobs. But our views
are highly personalized. We all perceive the world differently. Our limited perceptual ability is
obviously a stumbling block to the objective and rational selection of the people.

3.7.2. Fairness
Fairness in selection requires that no individual should be discriminated against on the basis of
religion, region, race or gender. But the low numbers of women and other less privileged sections
of the society in middle and senior management positions and open discrimination on the basis
of age in job advertisements and in the selection process would suggest that all the efforts to
minimize inequity have not been effective.

3.7.3. Validity
Validity, as explained earlier, is a test that helps predict job performance of an incumbent. A test
that has been validated can differentiate between the employees who perform well and those who
will not. However, a validated test does not predict job success accurately.

3.7.4. Reliability
A reliable method is one, which will produce consistent results when repeated in similar
situations. Like validated test, a reliable test may fail to predict job performance with precision.

22
3.8. DIFFERENCE BETWEEN RECRUITMENT AND SELECTION

Basis Recruitment Selection

Meaning It is an activity of establishing It is a process of picking up

contact between employers and more competent and suitable
applicants. employees.

Objective It encourages large number of It attempts at rejecting

Candidates for a job. unsuitable candidates.

Process It is a simple process. It is a complicated process.

Hurdles The candidates have not to cross Many hurdles have to be

over many hurdles. crossed.

Approach It is a positive approach. It is a negative approach.

Sequence It proceeds selection. It follows recruitment.

Economy It is an economical method. It is an expensive method.

Time Less time is required. More time is required.

Consuming

23
 CHAPTER-4
FINDINGS AND ANALYSIS

24
4.1. ANALYSIS OF DATA

Fundamental analysis requires us to perform a great deal of mathematical operations to generate

an answer. Technical analysis does not. Looking at the same chart Therefore, reading charts
evolves into an art form where each analyst can provide a unique insight.

Four stages of analysis

Stage Purpose
Codes Identifying anchors that allow the key points of the data to be gathered
Concepts Collections of codes of similar content that allows the data to be grouped
Categories Broad groups of similar concepts that are used to generate a theory
Theory A collection of explanations that explain the subject of the research

If you understand the benefits and limitations of technical analysis, it can give you a new set of
tools or skills that will enable you to be a better.

The analysis of the data is done as per the survey finding. The data is represented graphically in
percentage.
The percentage of the people opinion were analyzed and expressed in the form of charts and have
been placed in the next few pages.

25
Q 1: When do you prefer to go for manpower planning?

PERCENTAG
S.NO OPINION E
1 YEARLY 20
2 QUARTERLY 50
3 NO FIXED TIME 30

MANPOWER PLANNING

YEARLY
QUARTERLY
NO FIXED TIME

INTERPRETATION

Around 50% of HR go for Quarterly manpower planning and

30 % do not follow any pattern and they don’t have any fixed time where as
20% go for yearly.

26
Q 2: What are the sources for recruitment and selection?

A) Internal B) External C) Both

Sources of recruitment

INTERNAL
EXTERNAL
BOTH

INTERPRETATION

About 75% HR prefer both internal as well as external source for recruitment and selection.
Whereas only 7% go for internal source and
18% go for external sources.

27
Q 3: What are the sources of recruitment you preferred?

A) Campus interview B) Data C) Casual Applicant

Bank

D) Placement Agencies

SOURCES FOR RECRUIMENT

CAMPUS INTERVIEW
DATA BANK
CASUL APPLICANT

INTERPRETATION

In DIMENSION 33% they go for campus

interviews, 34% go for data bank,
25% from the casual application that are received and
0% go for any placement agencies.

28
Q 4: What form of interview did you prefer?

A) Personal Interview B)Telephonic C) Video Interview

Interview

D) Other Means

PERSONAL
TELEPHONIC
VIDEO
OTHER MEANS

INTERPRETATION

40% HR Prefer Personal interviews,

30% prefer to take telephonic interviews where as only
20% go for video conferencing and
Rest 10% adopt some other means of interviews
NOTE:- Other means like panel interview, Depth interview, Group interview.

29
Q 5: Do you have a documented recruitment policy?
S.N
O OPINION PERCENTAGE
1 YES 100%
2 NO 0%

DOCUMENTED RECRUITMENT POLICY

YES
NO

INTERPRETATION

There is 100% of documented recruitment policy.

30
Q 6: Do you think the present recruitment policy fulfill the manpower requirement of the

company in accordance with the manpower plan?

Excellent Very good Good Average

4 3 2 1

MANPOWER PLANNING

Excellent
Very good
Good
Average

INTERPRETATION
40% HR Say’s manpower planning is Excellent.

30% HR Say’s manpower planning is very good.

20% HR Say’s manpower planning is good.

10% HR Say’s manpower planning is average.

31
Q 7: Does your company use your own website for recruitment?

S.N
O OPINION PERCENTAGE
1 YES 40
2 NO 60

YES
NO

INTERPRETATION

40% HR Say’s own web site is use for recruitment.

60% HR Say’s use Naukri.com Portal for the purpose of recruitment.

32
Q 8: Is Internet recruitment effective in your opinion?

S.N
O OPINION PERCENTAGE

1 YES 50

2 NO 20

3 TO SOME EXTENT 30

INTERNET RECRUITMENT

YES
NO
TO SOME EXTENT

INTERPRETATION

50%HR Say’s recruitment is effective through internet.

30% HR Say’s effectiveness of internet is to some extent and

20%HR Say’s internet recruitment is not effective.

33
Q 9: Is there any provision for the recruitment of summer trainees?

S.NO OPINION PERCENTAGE

1 YES 100

2 NO 0

NO
YES

INTERPRETATION

100% provision for summer trainees.

34
Q 10: Which types of technique is used for interview?

S.NO OPINION PERCENTAGE

1 STRUCTURED 60

2 UNSTRUCTURED 10

3 BOTH 30

Technique for selection

Structured
Unstructured
Both

INTERPRETATION

60% HR Say’s used structured

30%HR Say’s used both and

10%HR Say’s used unstructured

35
Q11. Does the organization clearly define the position, objectives to the candidate at the time
of recruitment process?
S.N
O OPINION PERCENTAGE

1 YES 100

2 NO 0

Define the position and objective to candidate

YES
NO

INTERPRETATION

100% HR clearly define the position, objectives, to the candidate at the time of recruitment
process.

36
Q 12: Which step do you prefer for selection process?

1) Written test 2) oral/personal interview 3) medical testing

selection steps

personal interview
written test
medical testing

INTERPRETATION

50%personal interview is preferred by company.

30%written test is preferred by company and

20%medical test is preferred by company in selection process.

37
Q13. Does the HR Department is efficient in Selection Policy of the employees?

S.NO OPINION PERCENTAGE

1 YES 80

2 NO 20

HR Department selection policy

YES
NO

INTERPRETATION

80% HR Department is efficient in Selection Policy of the employees and

20% HR Department is not efficient in Selection Policy of the employees.

38
Q14. How well the organization’s affirmative action are clarified and supported in the
selection process?

S.N
O OPINION PRECENTAGE
1 POOR 10
2 ADEQUATE 60
3 EXCELLENT 30

Organization needs clarification

POOR
ADEQUATE
EXCELLENT

INTERPRETATION

60% adequate organization’s affirmative action needs clarified and supported in the
selection process

30% excellent the organization’s affirmative action needs clarified and supported in the selection
process and

10% poor the organization’s affirmative action needs clarified and supported in the selection
process.

39
Q15. Does HR hiring employees to make the best hiring decisions?
S.N
O OPINION PERCENTAGE

1 YES 60

2 NO 40

Hiring decision

YES
NO

INTERPRETATION

60% hiring employees to make the best hiring decisions and

40% hiring employee’s decision is not best.

40
4.2. FINDINGS FROM ABOVE ANALYSIS

In Birla Corporation pvt ltd.

Ø
The HR department is good.

Ø
About 75% of the managers say that they prefer both internal as well as external source
for recruitment and selection.

Ø
About 65% of the mangers go for direct recruitment and selection and less number of
mangers prefer indirect or third party.

Ø
Mostly the manpower planning is done Quarterly and 30% do not follow any pattern they
don’t have any fixed time.

Ø
Birla Corporation prefers to go for campus interviews and even casual application that are
received for recruitment but they don’t prefer placement agencies.

Ø
Most of the manager Prefer Personal interviews, 30% prefer to take telephonic interviews
whereas only 20% go for video conferencing and rest 10% adopt some other means of
interviews

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 CHAPTER-5
CONCLUSION AND LIMITATION

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5.1. CONCLUSION

This presents the summary of the study and survey done in relation to the Recruitment and
Selection. The conclusion is drawn from the study and survey of the company regarding the
Recruitment and Selection process carried out there.

The recruitment process at Birla Corporation Pvt Ltd. to some extent is not done objectively
and therefore lot of bias hampers the future of the employees. That is why the search or headhunt
of people should be of those whose skill fits into the company’s values.

Most of the employees were satisfied but changes are required according to the changing
scenario as recruitment process has a great impact on the working of the company as a fresh
blood, new ideas enter the company.

Selection process is good but it should also be modified according to the requirements of the
job profile so that main objective of selecting the candidate could be achieved.

From the survey done, it can be concluded that the respondent’s perception towards the
recruitment and selection policy is positive and depends on factors like sources of recruitment
i.e. internal promotions, employee referral (mostly used internal source of recruitment by the
company) , advertisement and campus recruitment (mostly used external source of recruitment
by the company) ; cost of recruitment involved and recruitment and selection procedure.

From the above survey conducted, it can be concluded that the company has a pre-set criterion
for sorting the candidate’s applications. Concerned departmental head is given special attention
while selecting a candidate for the department. The company considers experience, skill,
aptitude, intelligence and knowledge while selecting an employee.

From the above data analysis, it can be identified that most of the respondents are satisfied with
the company’s policy of recruitment and selection while some suggest having changes in the
policy for better results.

Out of the satisfied respondents with the company’s recruitment and selection policy, most of
the respondents says that internal source of recruitment would be beneficial to use when
immediate requirement arises.

With the above analysis, we can thus prove the analysis positive.

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5.2. LIMITATIONS OF THE SURVEY

• The research was conducted in one business unit and the conclusions and
recommendation might not be applicable to the whole industry until further
investigations are conducted.

• As the sample size was small, hence conclusions cannot be generalized.

• Unwillingness and inability of respondents to provide information.

• Due to time constraint in-depth study could not be carried out.

• As the strength of the company is big, it was not possible to draw sample from each and
every department.

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